Improving diversity and inclusion in the workplace March 2012


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Half day open training event held in Mississauga, Canada.

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Improving diversity and inclusion in the workplace March 2012

  1. 1. Improving diversity and inclusion in the workplace by Toronto Training and HR March 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionsContents 7-8 9-10 Universal declaration of human rights Selecting talent for international assignments 11-12 Low numbers of international female managers 13-14 Ethical guidelines 15-16 Gender reassignment 17-18 Key issues faced by women at work 19-20 Elements of a diversity and inclusion initiative 21-22 Typical areas of focus 23-24 Aboriginal peoples 25-26 Considering diversity issues helps organizations… 27-28 Market competitiveness 29-30 Corporate reputation 31-32 Communication 33-34 Key drivers for diversity and inclusion 35-36 Measures to monitor diversity and inclusion 37-38 Skills needed for people working in diversity 39-40 Diversity and inclusion in the mining industry 41-42 Obstacles to improving minority representation 43-46 Dimensions of diversity and inclusion 47-49 Measure, review and reinforce 50-57 Case studies 58-59 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. DefinitionsWhat is diversity?What is inclusion?Similarities and differencesSituation in Canada-Global Diversity ReadinessIndex Page 6
  7. 7. Universal declaration of human rights Page 7
  8. 8. Universal declaration of human rightsThe right to freedom of physical movementThe right to a fair trialNon-discriminatory treatmentPhysical securityFreedom of speech and associationA minimum level of educationPolitical participationFreedom to work in fair and safe conditionsThe right to earn a decent standard of living Page 8
  9. 9. Selecting talent forinternational assignments Page 9
  10. 10. Selecting talent for international assignmentsSelection for international rolesTraining for those involved in placing individuals ininternational assignmentsSupport for dual career couples Page 10
  11. 11. Low numbers ofinternational female managers Page 11
  12. 12. Low numbers of international female managersREASONSWomen do not want to be international managersOrganizations refuse to send women to othercountriesA belief that woman managers will be ineffective incertain countriesThe perception that it is difficult for women tomove abroad if they are in a relationship Page 12
  13. 13. Ethical guidelines Page 13
  14. 14. Ethical guidelinesPOINTS TO CONSIDERReasons for the guidelinesValues of the organizationThose affected by the guidelinesThe way in which guidelines are writtenProvide training for local managers so that theycan understand the guidelinesEmphasize the common features Page 14
  15. 15. Gender reassignment Page 15
  16. 16. Gender reassignmentThe employees‟ jobTime offChange of social genderDress codesRecords Page 16
  17. 17. Key issues faced by women at work Page 17
  18. 18. Key issues faced by women at workPay equityGlass ceilingStereotyped into certain types of professionLack of work-life flexibilityForced to adopt traditional „male‟ behaviours andattitudesLack of mentors and champions Page 18
  19. 19. Elements of a diversity andinclusion initiative Page 19
  20. 20. Elements of a diversity and inclusion initiativeDirectly align with the organization‟s key businessobjectivesFocus on implementing specific changes to theworkforce and workplace that will help achieveneeded business resultsOrganization‟s current level of interculturalcompetence and capacity to accept cultural changeUse a strategic and ongoing approach to employeecommunication Page 20
  21. 21. Typical areas of focus Page 21
  22. 22. Typical areas of focusRevenuesExpensesEmployeesCustomersSuppliersExternal communities Page 22
  23. 23. Aboriginal peoples Page 23
  24. 24. Aboriginal peoplesTraditional cultureMainstream Western culture Page 24
  25. 25. Considering diversity issues helps organizations… Page 25
  26. 26. Considering diversity issues helps organizations…Make sure their people policies and workingpractices are bias free and fit well with businessexcellence models and initiatives such as TQMCreate working environments in which people fromall backgrounds can work together harmoniouslyby combating prejudice, checking stereotyping,stopping bullying and undignified behaviourBring about cultural changeHave a workforce that is more creative/innovative Page 26
  27. 27. Market competitiveness Page 27
  28. 28. Market competitivenessNot for profit organizations seeking to improve theway they provide services to diverse groups withintheir communitiesSupermarkets offering products to satisfy a widerrange of eating preferencesHealth service providers seeking to provide morechoice for patients recognizing their backgroundsand requirements Page 28
  29. 29. Corporate reputation Page 29
  30. 30. Corporate reputationCSR MEASURES MAY INCLUDE:Employing people who are representative of thelocal communitySeconding employees to charitiesSupporting other initiatives designed to stimulateeconomies and employment, locally, nationally, or(in the case of multi-nationals) even globally Page 30
  31. 31. Communication Page 31
  32. 32. CommunicationDevelop an open culture with good communicationchannels based on open dialogue and activelisteningUse different and accessible methods such asnewsletters, in-house magazines, noticeboards andintranets to keep people up to date with diversitypolicies and practicesConsult people for ideas Page 32
  33. 33. Key drivers for diversity and inclusion Page 33
  34. 34. Key drivers for diversity and inclusionLegal pressuresBecause it makes business senseTo be an employer of choiceTo recruit and retain the best talentBecause it is morally rightCorporate social responsibilityTo improve products and servicesTo improve business performanceTo address recruitment problems Page 34
  35. 35. Measures to monitordiversity and inclusion Page 35
  36. 36. Measures to monitor diversity and inclusionEmployee attitude surveysNumber of complaints and grievancesLabour turnoverPerformance appraisalsAbsenteeismAbility to recruitNumber of tribunal casesImpact assessmentLevel of customer satisfaction Page 36
  37. 37. Skills needed for people working in diversity Page 37
  38. 38. Skills needed for people working in diversityUnderstanding of the lawUnderstanding of HR proceduresSense of fairnessNegotiating and influencing skillsCommunication and consensus-building skillsUnderstanding of business environmentCoaching, mentoring and facilitation skillsNetworkingLeadership skills Page 38
  39. 39. Diversity and inclusion in the mining industry Page 39
  40. 40. Diversity and inclusion in the mining industryBarriers that different minority groups faceKey practices for inclusionAdvantages and drawbacks in the sector Page 40
  41. 41. Obstacles to improvingminority representation Page 41
  42. 42. Obstacles to improving minority representationGeneral attitude of indifferenceA sense that the workforce is sufficiently diverseInsufficient mentoring for non-traditionalemployeesLack of a “push” from legal requirementsMiddle management resistancePerceived cost in terms of management timeLack of top-level commitmentPerceived financial cost of diversity programmes Page 42
  43. 43. Dimensions of diversity and inclusion Page 43
  44. 44. Dimensions of diversity and inclusion 1 of 3AgeColourDisabilityEducationEthnicity and national originFamily statusGenderGender identityGeneration Page 44
  45. 45. Dimensions of diversity and inclusion 2 of 3Geographic backgroundLanguageLife experiencesLifestyleOrganization function and levelPhysical characteristicsRaceReligion, belief and spiritualitySexual orientation Page 45
  46. 46. Dimensions of diversity and inclusion 3 of 3Thinking patternsVeteran status Page 46
  47. 47. Measure, review and reinforce Page 47
  48. 48. Measure, review and reinforce 1 of 2Regularly audit, review and evaluate progress andkeep qualitative data to chart progress and showbusiness benefitsUse employee surveys to evaluate initiatives, tofind out if policies are working for everyone, andto provide a platform for improvementTrack actions to see if they have had the intendedresults and make appropriate changes if necessary Page 48
  49. 49. Measure, review and reinforce 2 of 2Include diversity objectives in job descriptions andappraisals, and recognize and reward achievementBenchmark good practice against otherorganizations and adopt and adapt relevant ideaswhere appropriateNetwork with others from inside and outside yourorganization to keep updated and share learningCelebrate successes and identify learningopportunities from failures Page 49
  50. 50. Case study A Page 50
  51. 51. Case study A Page 51
  52. 52. Case study B Page 52
  53. 53. Case study B Page 53
  54. 54. Case study C Page 54
  55. 55. Case study C Page 55
  56. 56. Conclusion & Questions Page 56
  57. 57. ConclusionSummaryVideosQuestions Page 57